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The Human Element of AI Transformation

Discover ways to effectively navigate through AI transformation. Only 4% of companies say they’re creating real value from their AI investments. The key differentiator is how well organizations manage the human side of implementation. 

Download the white paper to explore best practices for taking a human-focused approach as you lead through change.

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Insurance Talent Beyond COVID-19

Insurance organizations are looking beyond their immediate circumstances to how they must transform in the coming months and years. As insurers develop strategies for the post-pandemic reality, a number of talent-related shifts should be considered for a comprehensive approach.

The initial effects of COVID-19 on insurance employment

Published in PropertyCasualty360 As of May 2020, the insurance sector has not experienced the mass layoffs seen in the greater economy. Though our April Survey of the Current Insurance Labor Market showed insurers were making some changes to their hiring plans, they were relatively minimal in comparison.

Creating a Culture of Inclusion That Attracts and Retains Talent

Published in IA Magazine: Insurers that work to increase company diversity tend to experience benefits like more effective decision making, enhanced problem-solving and even increased revenue. However, these improvements are not solely from achieving a diverse hire quota and result from intentional and thoughtful inclusion efforts.

Creating a Culture of Inclusion that Attracts and Retains Talent

In an Independent Agent article, Brett Carter discusses how organizations can sustain inclusive cultures and create the leaders of tomorrow.

Avoiding Employment Scams

For the past two years, employment scams have been deemed the riskiest type of scam for individuals ages 18-54, according to the Better Business Bureau. Through this type of fraud, individuals pretend to be recruiters, often asking for personal information and even money to move forward with a job offer. As the coronavirus pandemic creates what the BBB calls the “perfect storm” for scammers, professionals should be more cautious than ever. Research shows that when individuals are isolated from others, engaging online and financially vulnerable, they are more susceptible to a scam. At the same time, while insurance industry unemployment is still relatively low at 3.9 percent, the overall U.S. unemployment rate jumped to 14.7 percent in April. Scammers are well aware many professionals are having an emotional response to current economic and employment uncertainty and may more easily let their guards down. As an attorney working in the staffing industry, I’ve heard many stories of would-be employment fraud. In some cases, individuals have posed as hiring managers or recruiters, offering someone a job over the phone or social media and proceeding to ask for personal information to perform a “background check.” In other instances, a fake recruiter may send over a link to a website and ask individuals to fill in their personal information to complete an employment application. Others may ask for money to pay for non-existent training or equipment. No matter the method, there are several ways to help protect yourself and make sure a hiring manager or recruiter is reputable. Trust your gut. It’s not likely a credible recruiter will reach out and immediately offer you a job. Typically, there are multiple steps and a defined process prior to receiving a job offer. At a minimum, this may include sharing details of a job, reviewing your resume and setting up an interview. Put your emotions aside and listen to your instincts. If your conversation with a recruiter makes you uncomfortable or you’re asked for information that seems out of the ordinary, don’t be afraid to question it. Verify information. Be aware that information is available about you and scammers are getting smarter. They may reference your current and/or former positions and colleagues. They may even use a real recruiter’s name they found on a website or via LinkedIn. It’s ok to be skeptical. Verify their information prior to moving forward. Call the company they claim to be from and confirm the person works there. Call back the number they reached out to you from; scammers are using platforms such as Google voice, which can alter how their phone number appears. If they reached out via email, does their email address match the format of the corresponding company’s website, or are there extra letters or symbols? And, if it does match, is the website and company legitimate? Take extra care to verify a recruiter’s information if they contacted you via social media, where contact information is not readily available. Look out for common red flags. Email is the most common form of outreach for employment scams, according to the BBB. If you receive an email with bad grammar and an abnormal number of typos, proceed with caution. This is often a clear giveaway something is not right. Additionally, be wary of anyone who asks for personal information in a call or email, or via an online application. Especially in early interactions, no more information should be needed than what you would include on a resume. While recruiting continues to move forward and companies are making hires virtually, know that it’s also an ideal environment for fraud. Beware of individuals who reach out with job offers before ever talking with you. If something seems off, listen to your gut; and, never give out personal information such as your social security number or date of birth. For more resources on protecting yourself against employment fraud, view these articles from the BBB and the National Insurance Crime Bureau.

Continuing Your Job Search Remotely

Today’s remote work environment and economic uncertainty is impacting businesses and job seekers alike. However, while many industries have made significant reductions to their staffing plans, insurers continue to hire amid the pandemic. Recruiting methods have changed to accommodate physical office closures, and individuals have had to quickly adjust to interviewing over platforms such as Zoom and Skype. If you are currently looking for a new role, here are a few best practices to ensure you’re most effective in the virtual environment. Adjust your mindset. First and foremost, acknowledge that job searching in the current environment can be tough. It’s easy to get discouraged as organizations evolve their strategies and shift priorities. Certain processes may take longer than expected and needs may change. It’s important to adjust your mindset to account for the fluctuating state of business. Be accepting of the current situation and recognize your job search will be different than it may have been in the past. Create a routine. By creating a routine and planning out what you would like to accomplish each day, you’re able to remove some of the emotion from the process and track tangible progress. If you’re job searching full-time, you may choose to approach it as its own job and implement specific working hours. Or, you can set clear and attainable goals, such as sending out three networking emails, applying to two jobs and scheduling a virtual coffee date with someone in the industry. Network. As school, travel and personal calendars clear, many professionals are more willing to talk with others and share their experiences and insight. Now is a great time to reach out to individuals in your network to see how they’re doing and reestablish connections. Recognize that everyone is experiencing a time of uncertainty, even those who are gainfully employed. Think about ways you might be able to add value to their current role or professional endeavors. Don’t reach out asking for something; often this will come up organically in conversations. Evaluate your skill set. Business has quickly evolved and so have some of the attributes hiring managers look for in candidates. Individuals who are new to a role must be tech savvy, able to operate independently, and prove productive and resourceful in difficult situations. Virtual interviews also set the stage for more objective conversations and decisions. Make sure you have examples and anecdotes of how you’ve demonstrated necessary skills, worked autonomously and proven yourself to be a trustworthy colleague. Tailor your approach. Even if you are sending out dozens of resumes, consider how you can express your unique interest for each company. By personalizing your interactions, you’ll show you are driven and resourceful, even before the formal interview process begins. Research each company and if possible, the hiring managers and leadership teams. Check LinkedIn to see if you have any connections in common with the position’s recruiter or other key stakeholders. By putting in the extra effort, you can convey your enthusiasm in a genuine way. Accept new timelines. In today’s environment, it’s possible the hiring process may take longer than it would under traditional circumstances. You may be asked to talk with more individuals than in a typical interview. There may also be additional lag time between updates and next steps, as teams determine how to best move forward. Be patient and understanding, while keeping yourself top of mind by staying in close contact with recruiters and hiring managers. Make human connections. As you go through the interview process, acknowledge what is happening. The current environment has blurred the lines between work and personal and it’s OK to be empathetic. Remain professional, but ask how others are doing and don’t be afraid to make a personal connection. Express your appreciation for their time, even if you are not offered the position. These relationships can be valuable later on; if you weren’t right for one specific position, new roles may open up that are more suited to you and it will be helpful to have an existing connection within the company. Don’t be afraid to move forward. If you’re excited about a new role, don’t be afraid to accept it. There will always be an element of risk associated with taking on a new position. However, insurance is a fairly stable industry and unemployment is still relatively low. While you may be hesitant to make a move due to current circumstances, think long-term. Where would you like to be in five years and how can the role help you get there? If you are not selected for a role, don’t take it personally. A hiring manager may have really liked you, but decided someone else was a better fit. Be gracious and keep lines of communication open in case future roles arise. Especially in these unprecedented circumstances, it’s important to give yourself grace throughout the job search process. Focus on building connections, being patient, and making time for other passions and interests outside of work. For more insight on interviewing remotely, view this recent post.

Developing a Successful Remote Onboarding Program

As business continues remotely for the foreseeable future, insurers can no longer delay filling critical positions. However, onboarding employees from afar may seem like a daunting task. If you have a new employee joining your team while operating in a virtual environment, it’s paramount to have a well-thought-out remote onboarding plan in place. By being intentional about your onboarding and orientation process, you’ll be able to successfully welcome new employees to your organization and set them up to thrive. Have a clear strategy. It’s important to rethink your typical onboarding approach to fit today’s virtual environment. Structure is more critical than ever and helps assure employees you’ve put time and effort into making their first few weeks a success. Develop a tailored onboarding schedule, keeping in mind new employees may require additional details and information as a result of not physically being in the office. If you typically take new hires out to lunch on their first day, walk them around the office, and schedule a variety of training and orientation sessions, how can those activities translate to the remote workplace? Proactively make introductions. Working from home can be isolating, especially in a new position. Consider how you can make a new hire feel included and valued from day one. Depending on your company size, this could include an all-company email or instant message introducing the individual and encouraging employees to reach out and say hello. Make sure to designate time for the new hire to meet other team members, outside of formal training sessions. This could be a virtual happy hour or lunch that enables individuals to talk on a more casual basis and begin to get acquainted with one another. Strive to do this within the employee’s first week to help lay the groundwork for these relationships early on. Additionally, while much of the onboarding and training process could likely be done over the phone, encourage individuals to schedule video calls. Putting a face with a name and having the advantage of facial cues is much more engaging than speaking by phone alone. Ensure adequate technology. Introduce new hires to your IT team prior to their first day of work and discuss technology needs. Help ensure they’re able to work efficiently during their first week and alleviate undue stress by delivering physical items prior to their start date. This may include a computer, headset, camera for video conferencing and any other tools deemed necessary. At the same time, provide new employees with a direct line to IT so they can quickly rectify any tech issues that may arise. Outside of equipment, it’s likely your team uses various programs and tools to stay aligned and productive. Consider the applications you use for time tracking, project management, instant messaging, video conferencing, contact management and more. Depending on the employee’s comfort level, it may be valuable to schedule training around a program’s basic functionality. However, even if the employee is familiar with a program, make sure to hold a team-specific training session when applicable. This helps the individual understand your team’s unique processes and provides another way to incorporate various team members into the onboarding process. Highlight your company culture. Help your new hire feel comfortable and confident in a new role, while also welcoming them with open arms. Share your company’s values, as well as how those are being outwardly demonstrated. Is there an all-company Skype chat? How is formal and informal information shared? Are there any virtual meetups or competitions where they can engage with colleagues across the organization? In addition to the organization’s remote corporate culture, also share past events and anecdotes. What are some favorite in-office traditions and how can they contribute once employees start returning to the office? Encourage them to update their information. Starting a new job virtually feels different than stepping into a physical office building for a first day. Help the transition feel more tangible by encouraging new employees to update their social media profiles within the first couple weeks. Recommend they connect with individuals throughout the organization to get to know them and their backgrounds. Title and company changes on LinkedIn will likely also garner recognition and congratulatory remarks from individuals within their networks, adding to the excitement of a new role. Touch base frequently. Make it a point to check in and see how things are going. This might be a few times throughout the day when an individual first starts, then become less frequent as they settle into the role. Ask if they have any outstanding questions, if there are any meetings or introductions you can help facilitate, and how they feel about their current workload. Stay in touch and make sure they have a key point of contact for questions that may arise in various areas. Think long-term. For some, it’s harder to retain information through virtual training; and, regardless of the format, new hires are receiving a vast amount of information at once. Consider adding another layer to your traditional training sessions such as a Q&A or refresher course to help ensure they’ve grasped key information. Also, remember that offices will eventually be open again. If an individual will ultimately be in the office full- or even part-time, make sure you are talking about the office on a regular basis. The current work from home environment is likely not permanent, and they will eventually develop a more traditional routine. While onboarding may look different than it did just a few months ago, it is still possible to create a positive, employee-focused experience. By developing a clear onboarding plan, being proactive with introducing the employee to your team and company, and being available through chat and video, you’ll help create a welcoming and supportive environment. As you move forward with your talent strategy, view our recent blog posts for insight on interviewing and hiring virtually.

Embracing Virtual Hiring to Remain Competitive

As organizations settle into operating within a virtual work environment, standard activities are transforming, including hiring techniques. Entire interview processes are now taking place behind screens and insurers must creatively adapt their approaches to talent acquisition in order to remain competitive. There’s a brand-new rule book in play, with companies often learning as they go and evolving their strategies accordingly. With the current and transitioning state of work persisting indefinitely, organizations can no longer wait for their physical offices to reopen before making a hire. It’s common for hiring managers to have initial hesitations around presenting an offer to someone with whom they’ve never been in the same room, shared a meal or shaken hands. Yet, critical positions can’t go unfilled. It’s important to accept business as usual has changed and to move forward in a brave and bold fashion. In spite of the pandemic, the insurance industry continues to experience a war for talent. Unemployment remains low compared to the overall economy and insurers are still vying for top candidates. Companies that don’t take a leap of faith, play a bit of offense and trust their hiring processes are going to fall behind as their competitors move forward. Failing to evolve and develop creative solutions for remote hiring is no longer a viable option. Adapting to the New State of BusinessThe abrupt shift to a virtual environment has no doubt impacted many areas of business, not just hiring. Leaders are moving forward with business agility and are becoming more comfortable making significant decisions around a variety of issues without having traditional in-person discussions. Professionals who were not previously accustomed to video conferencing have invited it into their daily routines. Collectively, leaders are learning to connect and engage with employees, service customers and maintain productivity levels from their home offices. While just a few months ago the idea of hiring someone you’d never met in person may have been inconceivable, so did the concept of operating in a primarily remote environment. Professionals are adjusting to this new way of working and growing their ability to do business virtually and successfully. The business world will not soon return to what it once was, even as states emerge from shelter-in-place orders. Numerous organizations have already curtailed travel for the remainder of the year and now that effective work-at-home programs are in place, it’s likely they will continue in some form even as restrictions loosen. However, business will continue and waiting to move forward with hiring decisions—or other pending needs—will result in lost opportunities. Transforming the Hiring ProcessIt’s likely your organization has a well-developed recruiting and hiring process that previously involved in-person meetings and touchpoints. While it’s no longer possible to meet face-to-face, it is possible to translate many of these experiences to the virtual world. Recently, we shared how to recreate the candidate experience within the remote interview process. Outside of formal interviews, schedule video calls over coffee for your top candidates to talk with future peers and key stakeholders on a more casual basis and gain a better feeling for the team and organizational culture. It’s also important to discuss your virtual onboarding program and how you will support the candidate’s transition if they are selected. Open and active communication is a crucial success factor in the virtual hiring experience on both sides of the table. If relocation will eventually be required, be flexible with relocation packages and timing. Create a high-level framework that enables both parties to feel comfortable. This could mean setting the expectation that relocation benefits may be extended due to elongated work-at-home scenarios. If an offer is made in the fall, it could mean postponing relocation until the end of the school year. Unknown factors such as buying and selling a home in the current market should also be taken into account. Outside of logistics, proactively translate more personal touchpoints to the virtual world. Plan a virtual lunch or dinner with candidates and if applicable, their spouses or significant others. Connect them to individuals within or outside the organization who can answer questions around local schools and neighborhoods, much as you would within your typical process. Schedule virtual home tours with real estate agents, and supply the candidate with resources and information to help supplement the inability to travel to your office location.Confidently Moving ForwardIf possible, add a step in your process for a broader group to have short back-to-back interviews with the candidate. This enables hiring managers to recap experiences and help confirm a decision about an individual’s viability, as well as talk through any areas of concern or hesitation. Additionally, while references have always been part of the hiring process, we’re finding they’re holding even greater clout in the current environment. This additional external insight should help further validate the decision to move forward. Embrace a new type of virtual hiring process and trust that it works. If you have done your due diligence with thorough vetting and assessments, be confident in your decisions. Business is continuing to move forward within insurance and top candidates are willing to take a leap of faith and be proactive with their careers. Don’t miss out on the right talent. Organizations are facing a pivot point and virtual hiring will be the reality for the foreseeable future. Trust your process and your team and feel assured moving forward, even in these non-traditional times.

Jacobson Employee Spotlight – May 2020

Each month, we highlight a few of our corporate employees from across The Jacobson Group as they share a bit about themselves and their roles. Get to know this month’s featured individuals below, along with a glimpse into how they’re keeping entertained while staying home.  RACHEL GIESE Visual Design Coordinator, 1 year, 7 months at Jacobson Hometown: Schererville, Indiana Alma Mater: Ball State University Describe Your Role: As a visual design coordinator, I serve as one of the primary graphic designers at Jacobson. I create visually engaging thought leadership, advertisements and more. I also work with my team to create a marketing strategy that furthers our brand image.   Favorite Thing about Jacobson: I am normally a full-time remote employee, and I still feel involved and part of the team. They’re truly a family and make work enjoyable.  Jacobson in Three Words: Dynamic, Committed, Unique Favorite Book: I've read the Harry Potter series more than 15 times... Is that borderline obsessive? Surprising Fact about You: I am a movie fanatic. I own close to 400 movies, which is helping me pass the time at home! CHRISTINE WORDEN Administrative Coordinator, 4 years at Jacobson Hometown: Midland, Michigan  Alma Mater: Hope College Describe Your Role: Under normal circumstances, I spend part of my day coordinating travel for Jacobson employees and for consultants who travel to client sites. I also answer the main phone line, help with mailing and shipping, and ensure Jacobson continues to be a great place to work! Favorite Thing about Jacobson: I genuinely look forward to connecting with my wonderful coworkers every day. My teammates are unique, caring and hilarious.  Jacobson in Three Words: Adaptable, Supportive, Family Favorite Movie: The Princess Bride Surprising Fact about You: One of my favorite activities is hula hooping! I've been hula hooping in my apartment to stay active. ERIN SHAUGHNESSY Senior Recruiter, 5 years at Jacobson Hometown: Oak Forest, Illinois Alma Mater: Loyola University Chicago Describe Your Role: As a senior recruiter, I match qualified candidates to our clients' career openings. I make sure that it is a mutual fit for both parties.  Favorite Thing about Jacobson: My favorite thing about Jacobson is the people I work with. All of our employees are dedicated to serving our clients and making Jacobson one of the best places to work. Jacobson in Three Words: Teamwork, Culture, Service Favorite Music: Country. My favorite artist is Eric Church. Bucket List Item: I would love to go to Ireland when we're able to travel again. As most professionals continue to work remotely, we’ve compiled a few helpful resources for staying productive and focused. View the infographic above and check out our recent blog posts, “Best Practices for Working from Home” and “Maintaining Effective Communication When Working Remotely."

Creating a Positive Remote Culture

In the past two months, insurers and their employees have been forced to adapt to a new business reality. Physical office locations are closed and some individuals are working from home for the first time in their careers. Other professionals may be accustomed to remote work, yet are now also responsible for educating their children, caring for family members and juggling additional responsibilities throughout their days. At the same time, many managers have never led completely remote teams, resulting in additional challenges and learning curves. This new reality brings with it a number of hurdles and opportunities related to corporate culture. In order to keep employees engaged in the current virtual climate, employers must take a proactive and intentional approach, recognizing that it is not business as usual. Additional check-ins, increased empathy and clear expectations are just a few ways to help employees remain productive in these times of uncertainty. In a recent white paper, The Jacobson Group’s senior vice president of human resources, JoJo Harris, shared best practices for keeping employees connected and involved while working remotely. These include the following: Leveraging technology, including video conferencing and instant messaging tools Providing clear and frequent communication, such as weekly one-on-ones and regular all-company meetings Promoting work-life balance and remaining empathetic to additional stresses and personal responsibilities Encouraging leaders to set the tone by talking about their families and how they’re coping in the current environment Appointing individuals to help lead discussions to drive culture and build camaraderie, while ensuring everyone feels included View the white paper, “Managing a Remote Employee Culture,” for additional insight on these and other best practices. For more insight and advice on managing remote employees, view this recent post.

Maintaining Effective Communication When Working Remotely

At this point, most professionals have worked from home for many weeks and are settling into the rhythm of their new work days. Organizations that didn’t previously have remote work programs in place have quickly adapted to effectively function in the new business climate. Working from home is becoming routine and the employee-manager relationship is evolving, along with team dynamics. As it becomes more likely remote work arrangements will extend through the summer months, it’s important to take a step back and evaluate how to be most productive and effective in this new reality. This includes understanding how to best communicate with your manager and team members. Especially if you had been used to coming into a physical office and interacting with colleagues face-to-face, communicating virtually may require shifts in your standard behaviors. The tactics that work in person will not be as successful in a virtual environment. Here are a few ways to ensure clear and consistent communication that promotes collaboration and alignment. Over communicate. When you’re in a physical office building, it’s much easier to have casual conversations around projects, provide updates and discuss assignment details. However, when working from home, these interactions must be more intentional. Ensure your manager knows what you are working on, the status of each project, and any hurdles or delays you might run into. Are you still on track to provide teammates with necessary deliverables? If there’s been a change in a timeline or responsibilities, have you communicated it to all stakeholders? As you continue to adjust to the current normal, strive to ensure alignment at multiple checkpoints. Assume positive intent. When you’re used to sitting in close proximity with your supervisor and other team members, it is much easier to gauge their tone, vocal inflection and body language. Additionally, when in the office, these individuals are able to focus solely on work, without having to care for elderly parents, tend to virtual learning and manage childcare needs. Assume everyone is doing their best and has the best interest of their teammates in mind. Go into conversations with positive intent and strive to solve any problems or miscommunications that arise proactively, without reading too far into a short email or instant messenger response. Set frequent checkpoints. In this time of change, there’s bound to be several gray areas. Work with your manager to talk through communication preferences, including frequency and methods. If you have a one-off question, would she prefer you send an instant message, text or pick up the phone? How often should you expect to have a formal touch base? For instance, if you previously met once a week for a scheduled one-on-one, is that still most effective in the virtual workplace? How often should you check in or share progress updates? It’s likely these answers will evolve as your team becomes more comfortable with remote work. Establish clear expectations and priorities. Make sure you understand what is expected of you and the projects that are highest priority for the week and month. If you’re unclear, ask questions. In today’s physically distanced work environment, ensure you’re in sync with your manager about timelines and project goals. These can be clarified in your recurring one-on-one meetings. It’s better to align early on than realize there’s a disconnect later in a project. Leverage all methods of communication. If your team didn’t previously have Skype or Slack, consider recommending it as a way to stay connected throughout the work day. This could include lighter conversations you might otherwise have in passing, as well as updates that impact the whole team. At the same time, when scheduling meetings, consider a video conference rather than just a standard conference call. Seeing facial expressions and glimpses into home offices can help build relationships and humanize team members, even from afar. Emails and phone calls are still practical tools, but strive to add new communication methods to the mix to compensate for the lack of informal conversations and in-office face-time. Offer and ask for help. If you’re having a slower week, offer to assist in areas that might not typically be in your purview. On the other hand, if you’re feeling overwhelmed with work and personal obligations, be transparent with your manager and work to establish a game plan so high priority projects aren’t delayed. Don’t be afraid to ask for help when you need it. Time magazine has referred to this as “the world’s largest work from home experiment,” and Gallup predicts there will be many learnings coming out of the current situation. While many individuals and organizations are adjusting as they go, continuous and consistent communication with your manager and team is key to success. For more insights on remaining productive in the current environment, read our recent post, “Best Practices for Working Remotely.”

Impact of COVID-19 on Insurance Industry Hiring

The global business community is in a state of transformation, as organizations work to understand the impact of the coronavirus pandemic on their companies and industries. Recently, The Jacobson Group ran a study to uncover the initial effects of COVID-19 on the U.S. insurance industry’s labor market outlook. Our survey ran from March 31 to April 10, and was open to U.S. insurance carriers and reinsurers across all verticals. According to the survey’s respondents, 43.2 percent of insurers have adjusted their hiring plans as a result of COVID-19. A third of insurers have made no changes to their original 2020 hiring plans and about 24 percent are still evaluating. As a benchmark, the results of our Q1 2020 Semi-Annual Insurance Labor Outlook Study, conducted in partnership with Aon plc, showed 61 percent of insurers planned to increase staff in 2020. Thirty-one percent expected to maintain their current staff sizes and only 8.2 percent thought they would decrease employees by any amount. Technology roles were reported as the greatest need in both studies. However, the April study found insurers are more likely to add accounting, analytics, claims and sales/marketing roles than they were when surveyed in January. The hiring shifts brought on by the coronavirus seem relatively minimal in relation to the overall economy. About 18 percent of insurers surveyed are currently on or anticipating a hiring freeze, compared to 37 percent of organizations on hiring freezes across all industries. It’s likely insurance will see delayed labor market effects brought on by the longer-term economic direction. The Survey of the Current Insurance Labor Market serves as an independent supplement to the Semi-Annual U.S. Insurance Labor Outlook Study, conducted in partnership with Aon plc. For additional study findings, download our infographic here.